U.S. patent application number 12/120790 was filed with the patent office on 2009-11-19 for emerging trends lifecycle management.
This patent application is currently assigned to WACHOVIA CORPORATION. Invention is credited to Ilieva Ilizastigui Ageenko, Juan D. Silvera.
Application Number | 20090288061 12/120790 |
Document ID | / |
Family ID | 41317355 |
Filed Date | 2009-11-19 |
United States Patent
Application |
20090288061 |
Kind Code |
A1 |
Silvera; Juan D. ; et
al. |
November 19, 2009 |
EMERGING TRENDS LIFECYCLE MANAGEMENT
Abstract
A process (and corresponding system) that defines sequential
steps for the introduction, validation, and testing of business
applications of emerging technologies, for example mobile banking
services, is provided. The innovation provides a definable model
and process for rapid innovation with a quality emphasis through
efficient pipeline management and performance measurements. For
example, the innovation can adhere to an enterprise's e-commerce
requirements for a formalized and measurable structure to
efficiently and diligently manage new ideas that have the potential
to become new products and services that positively impact
business.
Inventors: |
Silvera; Juan D.;
(Charlotte, NC) ; Ageenko; Ilieva Ilizastigui;
(Cornelius, NC) |
Correspondence
Address: |
TUROCY & WATSON, LLP
127 Public Square, 57th Floor, Key Tower
CLEVELAND
OH
44114
US
|
Assignee: |
WACHOVIA CORPORATION
Charlotte
NC
|
Family ID: |
41317355 |
Appl. No.: |
12/120790 |
Filed: |
May 15, 2008 |
Current U.S.
Class: |
717/101 |
Current CPC
Class: |
G06Q 10/10 20130101;
G06F 8/20 20130101 |
Class at
Publication: |
717/101 |
International
Class: |
G06F 9/44 20060101
G06F009/44 |
Claims
1. A computer-implemented method of managing lifecycle of an
application, comprising: receiving an idea wherein the idea relates
to one of generation or modification of the application; analyzing
the idea based upon a set of defined metrics; and determining
viability of the idea based upon the analysis.
2. The computer-implemented method of claim 1, wherein the idea
relates to at least one of an e-commerce, online or mobile banking
service.
3. The computer-implemented method of claim 1, further comprising
categorizing the idea with a plurality of previously captured
ideas.
4. The computer-implemented method of claim 1, the act of analyzing
the idea comprises performing a high-level analysis that determines
benefit of the idea to an enterprise.
5. The computer-implemented method of claim 1, the act of analyzing
the idea comprises performing a detailed analysis that employs the
set of metrics to establish at least one of value or usability to
an enterprise.
6. The computer-implemented method of claim 1, further comprising
generating a prototype of the idea, wherein the prototype promotes
the idea.
7. The computer-implemented method of claim 6, wherein the
prototype is a functional prototype.
8. The computer-implemented method of claim 6, wherein the
prototype is a visual prototype.
9. The computer-implemented method of claim 1, wherein the idea is
captured and tracked by way of a wiki-style interface.
10. The computer-implemented method of claim 1, wherein the act of
analyzing further includes generating a scorecard that quantifies
the idea based upon at least one of a policy, preference, threshold
or benchmark.
11. The computer-implemented method of claim 1, wherein the set of
metrics includes measurement of at least one of financial
perspective, customer perspective or operational perspective.
12. The computer-implemented method of claim 11, wherein financial
perspective is measured as a function of return on investment
(ROI).
13. The computer-implemented method of claim 11, wherein customer
perspective is measured as a function of completion index.
14. The computer-implemented method of claim 11, wherein
operational perspective is measured as a function of
proof-of-business value velocity (PoBV).
15. A system that facilitates lifecycle management, comprising: an
idea capture component that receives an idea from a user; and an
analysis component that evaluates the idea at one of a high-level
or detailed-level as a function of quantitative parameters, wherein
the analysis component facilitates determination of value of the
idea to an enterprise.
16. The system of claim 15, the quantitative parameters include
financial perspective, customer perspective and operational
perspective.
17. The system of claim 15, further comprising a scorecard
generator component that quantifies the value of the idea in a user
interface.
18. The system of claim 16, wherein the user interface conveys a
strategic value component, a business value component, an
innovation score component, a complexity component and an execution
velocity component, each of these conveyed components facilitates
determination of the value.
19. A computer-executable system, comprising: means for capturing
an idea related to an emerging technologies software application;
means for tracking the idea; means for performing a high-level
analysis of the idea to determine viability of the idea to an
enterprise; means for performing a detailed analysis of the idea to
quantify value of the idea to the enterprise; and means for
establishing at least one of a visual simulation or functional
prototype of the idea.
20. The computer-executable system of claim 19, further comprising
means for mathematically generating financial perspective, customer
perspective or operational perspective, wherein each of these
perspectives facilitates determination of viability of the idea to
the enterprise.
Description
BACKGROUND
[0001] A process, such as a software development process, describes
a structure of steps or phases employed in the development of a
product, for example a software product. With regard to software
development, today, most developers follow a series of preferred
steps to define the scope of work. For example, most software
developments follow the steps of defining the requirement(s),
designing the architecture, testing an implementation, and finally,
deployment of the application. Unfortunately, developers most often
experience many obstacles in the development process which
ultimately extends the timing of deployment as well as increases
costs as well as lost revenue.
[0002] Today, some developers implement structured process
methodologies in the development of software systems. For example,
the defense industry is one industry that employs regulated ratings
systems based upon process models. These ratings are used in
awarding contracts in the specific industry. Today, the
international standard for describing the method of selecting,
implementing and monitoring the lifecycle for software is ISO 12207
(International Organization of Standardization). ISO 12207 strives
to be the `standard` that defines all the tasks required for
developing and maintaining software.
[0003] In particular, the ISO 12207 procedure establishes a
lifecycle process for software, including processes and activities
applied during the acquisition and configuration of the services of
a system. Each defined process within the ISO procedure has an
associated set of outcomes. Essentially, in accordance with the
Standard, there are 23 Processes, 95 Activities, 325 Tasks and 224
Outcomes.
[0004] The ISO procedure has a main objective of supplying a common
structure so that the buyers, suppliers, developers, maintainers,
operators, managers and technicians involved with the software
development use a common language. This common language is
established in the form of well defined processes. The structure of
the ISO procedure was intended to be conceived in a flexible,
modular way so as to be adaptable to the necessities of whoever
uses it--unfortunately, it is not adequate and easily adaptable to
all applications, e.g., e-commerce, within all industries, e.g.,
banking.
[0005] The ISO 12207 procedure is based upon two basic principles:
modularity and responsibility. `Modularity` relates to processes
with minimum coupling and maximum cohesion. `Responsibility` refers
to an act of establishing a responsibility for each process,
facilitating the application of the procedure in projects where
many people and/or teams are involved.
[0006] In accordance with the ISO procedure, theoretically, the set
of processes, activities and tasks can be adapted according to the
software project. These processes are classified in three types:
basic, support and organizational. The support and organizational
processes must exist independently of the organization and the
project being executed. The basic processes are instantiated
according to the situation. As stated above, unfortunately, the
conventional ISO procedure is not easily adaptable to specifically
custom-designed software applications.
SUMMARY
[0007] The following presents a simplified summary of the
innovation in order to provide a basic understanding of some
aspects of the innovation. This summary is not an extensive
overview of the innovation. It is not intended to identify
key/critical elements of the innovation or to delineate the scope
of the innovation. Its sole purpose is to present some concepts of
the innovation in a simplified form as a prelude to the more
detailed description that is presented later.
[0008] The innovation disclosed and claimed herein, in one aspect
thereof, comprises a process (and corresponding system) that
defines sequential steps for the introduction, validation, and
testing of emerging technology processes, for example, online
services such as mobile banking services. Essentially, the
innovation can provide a model for rapid innovation with a quality
emphasis through efficient pipeline management. While many of the
processes documented herein disclose systems that facilitate the
introduction of emerging Internet and mobile services for
enterprise external and internal customers, it is to be understood
that the innovation can be employed in accordance with disparate
emerging technology services implemented by other enterprises and
groups. These alternative enterprises and groups can leverage the
innovation and adapt for their own rapid innovative purposes.
[0009] In a particular aspect, the innovation adheres to enterprise
e-commerce requirements for a formalized and measurable structure
to efficiently and diligently manage new ideas that have the
potential to become new products and services that positively
impact business. In addition to including existing processes within
e-commerce and supporting organizations, the innovation can
incorporates some of the best practices, methods, and research
across diverse industries, academic research, internal lessons
learned and processes from past efforts to introduce new products
and services more efficiently and rapidly. In still other aspects,
the innovation provides a model for measuring objectively and
empirically how successful the model works in terms of financial,
operational and customer perspectives.
[0010] To the accomplishment of the foregoing and related ends,
certain illustrative aspects of the innovation are described herein
in connection with the following description and the annexed
drawings. These aspects are indicative, however, of but a few of
the various ways in which the principles of the innovation can be
employed and the subject innovation is intended to include all such
aspects and their equivalents. Other advantages and novel features
of the innovation will become apparent from the following detailed
description of the innovation when considered in conjunction with
the drawings.
BRIEF DESCRIPTION OF THE DRAWINGS
[0011] FIG. 1 illustrates an example block diagram of a system that
facilitates project lifecycle management in accordance with an
aspect of the innovation.
[0012] FIG. 2 illustrates an example high level flow chart of
procedures that facilitate project lifecycle management in
accordance with an aspect of the innovation.
[0013] FIG. 3 illustrates an example flow chart of procedures that
facilitate lifecycle analysis in accordance with an aspect of the
innovation.
[0014] FIG. 4 illustrates an example wiki-style user interface (UI)
that facilitates tracking the lifecycle of a project in accordance
with an aspect of the innovation.
[0015] FIG. 5 illustrates an example UI that facilitates input of
project/product suggestions in accordance with an aspect of the
innovation.
[0016] FIG. 6 illustrates an example analysis component in
accordance with an aspect of the innovation.
[0017] FIG. 7 illustrates an example scoreboard generator component
in accordance with an aspect of the innovation.
[0018] FIG. 8 illustrates an example scoreboard screen print in
accordance with an aspect of the innovation.
[0019] FIG. 9 illustrates an example iRise Studio-brand simulation
in accordance with an aspect of the innovation.
[0020] FIG. 10A illustrates an example set of indicators that
relate to overall performance in accordance with an aspect of the
innovation.
[0021] FIG. 10B illustrates an example set of indicators that
relate to completion index in accordance with an aspect of the
innovation.
[0022] FIG. 10C illustrates an example set of indicators that
relate to proof-of-business value velocity in accordance with an
aspect of the innovation.
[0023] FIG. 11 illustrates an example portfolio tracking matrix in
accordance with an aspect of the innovation.
[0024] FIG. 12 illustrates a block diagram of a computer operable
to execute the disclosed architecture.
[0025] FIG. 13 illustrates a schematic block diagram of an
exemplary computing environment in accordance with the subject
innovation.
DETAILED DESCRIPTION
[0026] The innovation is now described with reference to the
drawings, wherein like reference numerals are used to refer to like
elements throughout. In the following description, for purposes of
explanation, numerous specific details are set forth in order to
provide a thorough understanding of the subject innovation. It may
be evident, however, that the innovation can be practiced without
these specific details. In other instances, well-known structures
and devices are shown in block diagram form in order to facilitate
describing the innovation.
[0027] As used in this application, the terms "component" and
"system" are intended to refer to a computer-related entity, either
hardware, a combination of hardware and software, software, or
software in execution. For example, a component can be, but is not
limited to being, a process running on a processor, a processor, an
object, an executable, a thread of execution, a program, and/or a
computer. By way of illustration, both an application running on a
server and the server can be a component. One or more components
can reside within a thread of execution, and a component can be
localized on one computer and/or distributed between two or more
computers. A "process" is intended to refer to a
computer-executable, computer-assisted, computer-implemented and/or
otherwise definable process/method that achieves an end goal or
otherwise establishes a result.
[0028] As used herein, the term to "infer" or "inference" refer
generally to the process of reasoning about or inferring states of
the system, environment, and/or user from a set of observations as
captured via events and/or data. Inference can be employed to
identify a specific context or action, or can generate a
probability distribution over states, for example. The inference
can be probabilistic--that is, the computation of a probability
distribution over states of interest based on a consideration of
data and events. Inference can also refer to techniques employed
for composing higher-level events from a set of events and/or data.
Such inference results in the construction of new events or actions
from a set of observed events and/or stored event data, whether or
not the events are correlated in close temporal proximity, and
whether the events and data come from one or several event and data
sources.
[0029] While certain ways of displaying information to users are
shown and described with respect to certain figures as screenshots,
those skilled in the relevant art will recognize that various other
alternatives can be employed. The terms "screen," "web page," and
"page" are generally used interchangeably herein. The pages or
screens are stored and/or transmitted as display descriptions, as
graphical user interfaces, or by other methods of depicting
information on a screen (whether personal computer, PDA, mobile
telephone, or other suitable device, for example) where the layout
and information or content to be displayed on the page is stored in
memory, database, or another storage facility.
[0030] Referring now to FIG. 1, a block diagram of an example
system 100 that facilitates lifecycle management in accordance with
the innovation is shown. Generally, system 100 includes a lifecycle
management component 102 that controls development of an emerging
technology process, for example, a computer-implemented process
from idea to pilot. In particular, the lifecycle management
component 102 can include an idea capture component 104, an
analysis component 106 and a build component 108. Together, these
components facilitate a comprehensive, formalized and/or measurable
process of development of computer-implemented processes, for
example Internet- or mobile-based financial services
applications.
[0031] It is to be understood that Evaluation, Prototyping and
Testing of business applications of Emerging Technologies has
traditionally been a `fuzzy` area given magnitude of the potential
disruption that some emerging technologies could bring to
corporations. Thus, the innovation provides mechanisms and
processes which standardize and formalize development and roll-out
of emerging technologies, which enhances efficiency by maximizing
use of enterprise personnel and resources. The specification
illustrates that new technologies should be selected for their
business benefit, not merely for their technology hype. Therefore,
developing a business case and performance measurements for the
testing and implementation of business applications of emerging
technologies are critical components to any innovation model.
[0032] Essentially, these components (102-108) can provide
mechanisms by which information is input and analyzed to regulate
or otherwise manage the lifecycle of a project. For instance, while
information can be generated in the narrative, the idea capture
component 104 can provide specific interfaces (e.g., user
interfaces, templates, wizards) which enable users to input
information. Similarly, ratings interfaces, templates, wizards or
the like can be employed to facilitate user input for subsequent
analysis. Moreover, predefined (and inferred) thresholds, criteria,
benchmarks, etc. can be used to measure efficiency, establish
scores, and make decisions based upon aspects of the innovation.
These features, functions and benefits will be better understood
upon a review of the discussion that follows.
[0033] In aspects, the innovation discloses components and
processes that effect the introduction, validation, and testing of
computer-implemented processes, for example an e-commerce Emerging
Trends Lifecycle Management (ETLM) process that clearly defines
sequential steps for the introduction, validation, and testing of
new online and mobile banking services. This approach provides a
model for rapid innovation with a quality emphasis through
efficient pipeline management. While the example process documented
here is intended to facilitate the introduction of emerging
Internet and mobile services for external and internal financial
services customers, the innovation is also designed so that other
enterprises, for example, units within the bank, can leverage it
and adapt for their own rapid innovation purposes. In other words,
the features, functions and benefits of the innovation are not
limited to financial-based, Internet or mobile services. Rather,
the innovation can be applied to most any lifecycle management
scenario without departing from the spirit and/or scope of the
innovation.
[0034] As illustrated in FIG. 1, the process components enable a
formalized and measurable structure to efficiently and diligently
manage new ideas that have potential to become new or viable
products and services that positively impact enterprise business.
In addition to including existing processes within e-commerce and
supporting organizations, the innovation incorporates some of the
best practices, methods, and research across diverse industries,
academic research, internal lessons learned and processes from past
efforts to introduce new products and services rapidly and
efficiently. It is to be understood that the features, functions
and benefits described herein represent a system (and corresponding
process/methodology) that is inclusive of diverse thought, reflects
the values and mission of an enterprise or developer, and is
adoptable by most any line of business (LOB).
[0035] FIG. 2 illustrates an example high level flow chart of
managing lifecycle of an application in accordance with an aspect
of the innovation. While, for purposes of simplicity of
explanation, the one or more methodologies shown herein, e.g., in
the form of a flow chart, are shown and described as a series of
acts, it is to be understood and appreciated that the subject
innovation is not limited by the order of acts, as some acts may,
in accordance with the innovation, occur in a different order
and/or concurrently with other acts from that shown and described
herein. For example, those skilled in the art will understand and
appreciate that a methodology could alternatively be represented as
a series of interrelated states or events, such as in a state
diagram. Moreover, not all illustrated acts may be required to
implement a methodology in accordance with the innovation.
[0036] At 202, an idea can be generated. For example, an idea for a
particular e-commerce or mobile banking application can be
generated, captured and categorized. A high level evaluation can be
effected at 204. For instance, at 204, an evaluation can be
undertaken to establish if the idea, or portions of the idea, make
good business sense. In other words, a decision can be made to
determine if an enterprise will benefit from the idea.
[0037] A more detailed evaluation and analysis can be performed at
206. Here, criteria can be captured and conveyed to establish value
and usability of the idea to the organization (or other
organizations). It is to be understood that the evaluation and
analysis acts (204, 206) can be recursive if it is determined that
more information is needed to effect a comprehensive and accurate
review of an idea's value. As well, it is to be understood that, in
operation, interfaces, templates, wizards, etc. can be employed to
capture information and/or evaluate information as desired or
appropriate.
[0038] Once value is determined, a prototype can be built at 208
and handed off at 210, for example to an appropriate business unit,
e.g., e-commerce. Thereafter, the business unit can pilot the
application at 212. While a specific process flow is illustrated in
FIG. 2, it is to be understood that alternative aspects may include
additional (or fewer) acts as illustrated. Additionally, it is to
be understood that the acts illustrated in FIG. 2 can be employed
in an alternative order without departing from the spirit and/or
scope of the innovation and claims appended hereto.
[0039] As will be described herein, the innovation discloses and
captures systems, processes and methodologies that encapsulate
activities and workflows associated with managing an idea portfolio
and pipeline of emerging initiatives from idea generation to pilot.
Accordingly, the innovation discloses examples of construction of
an end-to-end process diagram mapping the flow of emerging trends
lifecycle management (ETLM) and the supporting dimensions of each
phase. Examples are provided infra that describe current installed
process phases and provide details of tools and process documents
in-use. These and other examples will be described in greater
detail with reference to the figures that follow.
[0040] Close analysis of actual initiatives undertaken by the
innovation show that while most projects can fit a general pattern
on a macro level (documented herein), most often, no single project
adheres 100% to a single process in its totality. Thus, the
processes defined herein represent an average high-level flow, but
one that in actual practice is susceptible to exception handling
(e.g., scalable and adaptable). For example, innovation
practitioners within a bank should not view this work as a rigid
process, but rather as a flexible roadmap for introducing new
services and products in a diligently rapid fashion.
[0041] The innovation adopts and discloses a flexible yet
well-defined process through which ideas for new initiatives (e.g.,
e-commerce initiatives) flow from inception to production and
non-value ideas can be filtered from the pipeline. For example, the
framework can leverage many of the existing processes that are in
use today within the e-commerce division and integrates these with
proven and measurable methodologies which together they structure
the ETLM innovation flow disclosed herein.
[0042] FIG. 3 illustrates an example ETLM process flow in
accordance with aspects of the innovation. One feature or benefit
of ETLM is rapid product innovation in the introduction, for
example introduction of new mobile or online services for
e-commerce. As shown in FIG. 3, most any new product or service
innovation begins with generation and capture of an idea (302,
304), and thus does ETLM. In accordance with the process of FIG. 3,
the idea is initially validated or evaluated at a high level (306).
Here, the idea valuation can be determined from a set of key
drivers that are aligned with division and enterprise goals as well
as strategic considerations.
[0043] A determination is made at 308 to establish if the idea
makes sense to a particular business. If not, the process returns
to 306 for further high level evaluation, or alternatively, the
process stops (not shown). On the other hand, if the idea is deemed
to make business sense, the flow continues to a more in-depth
evaluation and analysis.
[0044] At 310, the more in depth evaluation scrutinizes the
proposal by applying analysis supported by empirical data from
sources including, but not limited to, voice of the customer,
C.A.R.T., vendors, strategic benchmarking, among others. As will be
understood upon a review of the figures that follow, this
evaluation and analysis can establish evaluation criteria, scores,
metrics or the like that can be used in the decision at 312. A
determination is made at 312 to establish if business value is
added. If not, the process returns to 302 to solicit new ideas.
Alternatively, the process can stop (not shown). It will be
understood that critical to most any development innovation model
is the ability to measure the effectiveness of the system.
Measurement mechanisms in accordance with the innovation will be
described in more detail with reference to the figures that follow
infra.
[0045] On the other hand, if the analysis supports a recommendation
to pursue the project further then either a visual simulation or a
functional prototype can be developed. As shown, a decision can be
made at 314 to determine if either a functional prototype or a
visual prototype should be developed. Alternatively, if a
determination is made that neither type of prototype should be
established, the process stops as shown.
[0046] As shown, if the decision to build a prototype is made, a
functional prototype can be developed at 316. In other aspects, a
visual prototype can be developed at 318. It is to be understood
that the decision between functional and/or visual prototype can be
made based upon a preference, policy, or otherwise as a function of
application type in view of a particular business unit or
application.
[0047] A handoff of the prototype can occur at 320. Here, the
prototype can be delivered to a partner, e.g., business unit,
customer or other interested party/entity. Thereafter, a pilot of
the prototype can be commenced at 322. As mentioned supra, the
portfolio management process is dynamic and it is at this stage
where flexibility should be assumed and enabled partnerships
between the prototype development team and the product owners are
critically synergistic. In some instances or aspects, deviations
from the process may be required, depending on the very nature of
the project. This intensifies the importance of the relationship
between partners during a transition period. It will be understood
that it is not possible to account for each scenario evaluated
where ideas become real life products; however, FIG. 3 illustrates
one example process as designed by the project team.
[0048] Following is discussion of each of the process sections
(202, 204, 206, 208, 210, 212) set forth on FIGS. 2 and 3. More
particularly, the following discussion elaborates on each phase of
ETLM and describes an example process, the partners and the tools
used to navigate the pipeline from idea (202) to pilot (212).
[0049] Referring first to a discussion of the Idea Generation,
Capture & Collaboration phase (202). Essentially, this phase is
often controlled by a stage service level agreement. In many
enterprises, employees that submit ideas are credited and often
compensated for the idea. In exchange for the credit and
compensation, the idea generator(s) most often assigns any rights
in the idea to the enterprise or company. Essentially, at phase
202, ideas are collected from a large audience from several
sources, captured and categorized. Here, the idea pipeline should
be an open channel fed from the creativity of employees, vendors,
business partners, and customers. As described above, the idea
capture component 104 can employ interfaces, templates, wizards,
etc. to enable ideas to be input into the pipeline or workflow
system.
[0050] New ideas (e.g., e-commerce ideas) may originate from
various sources. However, conventionally, total inclusion of all
channels of ideas is limited due to the lack of a centralized idea
management tool--the innovation disclosed and claimed herein. To
compensate for the gap, a higher amount of effort is exercised, and
tools/components provided, by the innovation to tap ideas from
sources such as employees, vendors, research, etc. For example,
data can be tracked in a wiki-style user interface (UI) and made
available to the enterprise through the UI as shown in FIG. 4. As
will be understood, the example UI of FIG. 4 can foster
collaboration and publicize captured ideas.
[0051] There can be disparate efforts throughout enterprises that
leverage idea generation and innovation (e.g., from employees). One
example is an Operations, Technology and E-commerce idea program
which utilizes an email-based system to capture suggestions and
reward employees for implemented suggestions. It is contemplated by
the innovation to filter these ideas down to the system 100, for
example, when they are directly related to a new online or mobile
service.
[0052] An example UI for inputting suggestions in accordance with
an aspect of the innovation is illustrated in FIG. 5. While a
specific configuration and layout of a UI is shown in FIG. 5, it is
to be understood that other aspects can employ alternative
configurations without departing from the spirit and/or scope of
the innovation. In other words, additional or fewer input fields as
well as ordering, placement or layout can be employed in
alternative UI's.
[0053] As shown, the UI of FIG. 5 is capable of tracking
identification information regarding the idea generator as well as
the idea itself. Essentially, the UI provides a mechanism by which
employees of an organization can submit ideas. It will be
understood that, oftentimes, the employee is compensated in
exchange for their idea(s).
[0054] Occasionally, organization partners and vendors reach out to
known contacts within an organization with regard to new services.
Conventionally, these proposals were not tracked across the
enterprise footprint centrally. Similarly, traditionally, there was
no structured mechanism for enterprise customers to submit ideas
for new services (e.g., Online and Mobile services) or enhancements
to be considered for development. Essentially, with regard to phase
202, the innovation enables and enhances collaboration of ideas
within an enterprise or specific LOB.
[0055] Turning now to a discussion of phase 204, a block diagram of
an example analysis component 106 is shown in FIG. 6. Generally,
the analysis component 106 can include a lifecycle evaluation
component 602 and a scoreboard (or scorecard) generator component
604. Each of these sub-components (602, 604) facilitate both high
level (phase 204) as well as detailed analysis (phase 206) of the
lifecycle.
[0056] Following is an example discussion of the process flow
regarding a high level evaluation of a project lifecycle. This
example contemplates a stage (or phase) service level agreement
which specifies a duration of 5 calendar days. In the high level
evaluation phase 204, the lifecycle evaluation component 602
employs an initial idea filter to determine worthiness of in-depth
exploration and detailed analysis. Here, rules, logic, preferences,
inferences etc. can be used to align potential ideas against key
business drivers.
[0057] In operation, in one aspect, newly submitted ideas are added
to a repository as described above and are tracked and categorized,
for example, each week. As a first line filter, individual team
members of the Emerging Trends team use their subject matter
expertise to first decide to present a new idea before the peer
group during the weekly session. They may also consult with other
experts in the field of the product. New Ideas for potential
initiatives can be reviewed during the team's weekly staff meeting,
which means that new ideas can be evaluated within a maximum of 5-7
business days.
[0058] In operation, in one example scenario, pre-qualified new
ideas are presented during a staff meeting and formally discussed
by the LOB team. During this evaluation session, the proposal is
evaluated, at a high level, by the collective expertise of the
group against a determined set of criteria which normally maps
against key business drivers and strategies. Additionally, this
process can be effected by way of the lifecycle evaluation
component 602 based upon predefined rules, preferences, policies or
inferences.
[0059] Whenever the decision to move forward with an idea is not
unanimous or if justification is warranted or desired, the team can
leverage on an Evaluation Criteria Scorecard (see FIG. 8 infra)
which enables initially scoring the idea critically based on:
[0060] a) Valuation Factors (Strategic Value and Business
Opportunity) [0061] b) Complexity [0062] c) Execution Velocity
[0063] d) etc.
[0064] Here, the scoreboard generation component 604 can be
employed to benchmark or otherwise quantify or evaluate
feasibility, usability, usefulness, etc. of an idea. An example of
a scoreboard generator component 602 is illustrated in FIG. 7.
Generally, the scoreboard generator component 602 can include a
strategic value component 702, a business value component 704, an
innovation score component 706, a complexity component 708 and/or
an execution velocity component 710. These subcomponents (702-710)
facilitate quantification of an idea, for example, based upon an
LOB's objectives, state, projections, etc.
[0065] The sub-criterion of the value factors established by the
sub-components (702-710) align to an organization's strategic
goals. Further, although specific parameters are illustrated, it is
to be understood that additional factors can be considered to
determine whether or not to pursue an idea. For example and
continuing with the aforementioned example, in order for any idea
to be even considered it must meet two base criteria: [0066] i. Is
the product within the e-commerce domain? [0067] ii. Is this a new
product or innovative enhancement/modification to an existing
product?
[0068] If the idea under consideration does not fit both of these
criteria, they are channeled to the appropriate organization within
or outside e-commerce or otherwise graded irrelevant. Also, there
are instances when ideas are premature for the organization for
various reasons (e.g., technology, market condition) and hence they
are archived for future consideration.
[0069] In addition to producing or generating a scorecard as
illustrated in FIG. 8, other embodiments generate reports, for
example, based upon trends and LOB. Still other aspects can
aggregate ratings of user quality of ideas. Still further, the
innovation discloses categorization and taxonomies of ideas mapped
to prevailing trends. Additionally, these aspects of phase 202 can
be made available for access or dissemination, for example, via an
organization-specific UI accessible by way of the Internet or
intranet.
[0070] Referring now to a discussion of phase 206, the detail
analysis and evaluation stage employs logic and other functionality
that assist in the evaluation of ideas. It is to be understood that
the granularity of the analysis can be user-, enterprise-defined or
otherwise inferred as desired or appropriate.
[0071] Continuing with the example, as the high level evaluation
employed a 5 day timeframe, the detailed analysis and evaluation in
this example employs a 30 calendar day timeframe. Within the 30
days, the components and methodologies of this phase 206 enable a
detailed analysis of an initiative candidate. In essence, phase 206
strives for a standardized process that leverages on external and
internal data to analyze new ideas from multiple points of
view.
[0072] Selected ideas that emerged from the high level evaluation
stage (204) can now be assigned for detailed analysis and
evaluation. At this time, the idea becomes a target project and is
added to the team's portfolio. In this aspect, the analysis of the
lifecycle evaluation component 602 can yield the following data
(among other data), which can be used by the team to decide if a
prototype should be built to support a business case: [0073] High
Level Business Objective [0074] Product and/or Vendor Overview
[0075] Vendor Competitive Review (if applicable) [0076] Vendor
Scorecard (if applicable) [0077] Voice of Customer Data (if
available) [0078] Industry and Market Data and Trends
[0079] Manual as well as computer-assisted research and analysis
can be performed to gather data in the above areas, resulting in a
vendor or new service evaluation document. For example, the
analysis component 106 can be employed to automatically gather the
above-identified information, or subset thereof.
[0080] Upon gathering data by way of the analytic and research
activities, feedback can be solicited from project `stakeholders`
(e.g., LOB management, employees, customers, partners). Based upon
the findings and stakeholder input, a recommendation can be
formulated to set forth whether to proceed further with the idea.
In the event the recommendation is not to move forward with the
project, feedback is captured and communicated to stakeholders by
the analysis team project lead. In aspects, whenever a
determination deems an idea appropriate to pursue, a business case
document can be generated to support the idea.
[0081] Below is an example list of some of the stakeholders and
respective responsibilities involved for the analysis of the
example scenario above:
[0082] Internet Distribution: [0083] Alignment of the initiative
versus the LOB's strategic Internet plan. Ensure that there are no
redundant efforts in place.
[0084] Product Management/Online Services/e-Commerce PMO: [0085]
Product owners will eventually lead the project to execution and
own it in a production environment for on-going support,
maintenance and enhancement. They are engaged during the analysis
to ensure they have awareness of most any initiative arising in
their pipeline in the near future. The activity may be as simple as
information sharing so as to allow the advanced consideration of
project resources down the road.
[0086] LOB and Channel Technology (IT): [0087] Because IT teams
normally implement any new features and functionalities on the
back-end within the authenticated space, most any initiative or
project that belongs in this space should include the IT teams to,
once again, raise awareness. In some cases, e-commerce triage can
help to solicit a preliminary consultation or IT estimates. For
some projects this may be invaluable for the technology insights it
provides before moving forward with a prototype or pilot.
[0088] E-commerce Risk Management: [0089] Engaged in risk analysis
for new enterprise applications or major enhancements to existing
features and applications. Any new project or idea under the radar
is run through this risk management team to ensure that there are
no impending issues.
[0090] Ecommerce Interactive Design Group (IDG): [0091] IDG is
engaged in almost all web development activities for nearly all
online services. They ensure that there are no major usability
issues with the project and analyze the web development efforts for
such projects. They enable the team to forecast critical design
aspects that may need to be scrutinized during the prototype or
implementation phase.
[0092] IT Vendor Management: [0093] Certain projects will require
outside vendors to support in a pilot and/or the production and
development phases. This team is engaged early in the process so as
to ensure that there are no issues in engaging vendors if the
project so requires.
[0094] Vendors/Consultants: [0095] Normally involved as needed to
gather proposals and or market data.
[0096] Legal/Intellectual Property: [0097] Certain initiatives
under analysis may require legal consultation. Verify the project
is within corporate legal policy and would not jeopardize customer
satisfaction, overstep intellectual property rights, or compromise
the brand if implemented into production.
[0098] LOB: [0099] Provides insights, data and strategic alignment
in the product area and/or is an acting partner for the
project.
[0100] C.A.R.T.: [0101] May be tapped on to provide customer data
and analytics.
[0102] Turning now to a discussion of phase 208--Proof of
Concept--Prototypes and Simulations, as above, the discussion
follows the aforementioned e-commerce example. It is to be
appreciated that this example is not intended to limit the
innovation in any manner. Rather, the e-commerce examples are
provided to add perspective to the process flow and components of
the innovation. Accordingly, alternative examples exist which are
to be included within the scope of this disclosure and claims
appended hereto.
[0103] In the example, this phase (208) is expected to take between
7 and 45 days to complete. Based upon the analysis (phases 204,
206) findings and collaboration with IDG, a decision can be made to
build a high level simulation (e.g., HTML, WML, iRise) or a
functional prototype of an application (e.g., e-commerce or mobile
application) to allow stakeholders to visualize the prospective
service as well as to facilitate a `go-` `no-go` decision with
regard to a pilot phase 212.
[0104] This phase 208 can incorporate brand, design and usability
experts for high level guidance for a simulation and to a level
that is sufficient to maintain momentum of a prototype grade
project. Additionally, this phase 208 can identify the potential
product owners under a scenario in which the product or service
will reach production and consider appropriate timing for
preplanning a strategy for handoff (phase 210).
[0105] One purpose of phase 208 is to create a visual presentation
of the concept. The Proof of Concept (PoC) induces insight that
helps clarify feasibility, may identify technical issues or
usability concerns, and establishes a sense of what a real-world
product might look and feel like. Further, a PoC provides staging
for feedback for budgeting and other forms of business discussion
and control. The due diligence from the evaluation and the PoC
helps to form a basis for a `go-` `no-go` decision on pilot or test
case with a customer sample.
[0106] Data from the analysis, the type of new product or service,
and the perceived business value by executive leaders help to form
an opinion on the type of PoC to pursue a simulation or prototype.
Provided is a sample list of questions that can help guide the
decision on which direction to take: [0107] Is the user interface
simplistic--a basic new web page, addition or change? If yes, then
simulate. [0108] Is the product outside basic web domain such as an
application-based solution and cannot be simulated with iRise? If
yes, is there a vendor with a white label solution to demo as a
prototype. [0109] Does it integrate customer account data? Raises
complexity, consider simulation without customer data. If the
business case warrants, consider options for moving towards a
pilot. [0110] Does it require a multitude of system integrations?
[0111] Can this be executed in-house or outsourced, will it go
beyond 45 days to develop and use? [0112] Is it an out-of-the-box
vendor solution or 3.sup.rd party system integrated solution?
[0113] Would it affect online security or activities or risk to
other business units?
[0114] As described above, these and other questions can be
presented in the form of a UI, template, wizard or the like in
order to capture the information from a user. If the simulation is
complex in nature, the emerging trends and analysis team works
closely with IDG to schedule the prototype build. In either
scenario, the teams have multiple development options available.
For example, the iRise Studio-brand software is one such tool
currently in use within e-commerce to rapidly simulate a web
interface. Additionally, the innovation contemplates development
and use of custom computer software applications and
components.
[0115] In operation, a joint predevelopment session can convene to
address these design elements before the work begins. This
cross-functional collaboration can yield a quick wire-frame and
general guidelines for the developer to reference for the moch-up
or prototype. FIG. 9 illustrates an example iRise Studio-brand
simulation in accordance with an aspect of the innovation.
[0116] Turning now to a discussion of a functional prototype, if
the prior analysis and evaluation results dictate or suggest a
functional prototype to make a final go-to-pilot decision then
either a formal project is pursued to garner resources or a vendor
is solicited. Constructing a functional prototype or testing a
vendor's solution could have a longer cycle based on the type of
the project, nature of the technology, and level of impact on the
organization. At times these are larger scale initiatives that
could potentially be disruptive in nature to the industry or
enterprise. These types of projects often are pushed to a pilot
phase 212.
[0117] Some of the stakeholders that may become involved in this
stage (in accordance with the example) include: [0118]
IDG--Involved in building or providing guidance related to user
interfaces [0119] IT Vendor Management--Facilitates the sourcing
process whenever a vendor is leveraged to deliver the functional
prototype [0120] BIS--Requirements and testing, as needed [0121]
Vendors--provide functional prototypes as needed. These may or not
have vendors costs associated with them. As a best practice, the
ET&A team normally attempts to get the vendor to invest in the
project/relationship by providing a working functional prototype at
this stage of the process [0122] CIS--provide a security lens,
whenever appropriate
[0123] In order to facilitate development or customization of
functional prototypes, the team can prepare the business documents
necessary for designers and developers to produce the prototype.
The emerging trends and analysis team can closely monitor the
progress of these projects along with the product owners/managers
or team leaders from the respective projects that take part in this
phase (208). They also ensure the project is on track and is
completed within the specified time either by manually tracking or
employing computer-assisted mechanisms to track. In case of delays
or any major issues, assigned team members can make the final
decision and notify all groups involved in such projects.
[0124] Once a functional prototype is completed, the results are
analyzed by the analyst and other team members who participated in
such a project. Based on the success criteria and the cumulative
expertise of the entire team, a decision is made on whether to
proceed or not with a bona-fide, customer facing pilot (handoff
phase 320). In the event that an agreement is reached to pursue a
pilot, the team can produce a Pilot Success Criteria document
which, in this example, is fundamental in helping both e-commerce
and the LOB decide whether to move a service from pilot to
production at a future time.
[0125] If the decision to proceed no further than the functional
prototype at this stage, a formal communication is sent to (e.g.,
all) initiative stakeholders explaining the rationale behind the
decision, as well as data supporting the decision. In this example,
this would mark the end of the initiative. If the decision is to
move forward with a pilot or production, the project can then be
formalized within the standard (e.g., e-commerce) project processes
(e.g., Triage, Sr. Triage . . . ).
[0126] Continuing with the aforementioned example, the handoff
phase 210 is estimated at <=10 calendar days. Here, this phase
210 includes the project handoff to the execution team(s) in line
to take the prototype and the analysis results into pilot or
production. In operation, it can be helpful to identify a likely
product manager (e.g., either within e-commerce online services or
the LOB) early in order to create a planning strategy for
transition out of ETLM and into a post pilot production
environment.
[0127] In aspects, at the end of the PoC and/or PoBV
(proof-of-business value) several outcomes are possible: [0128] A
decision to go back to the drawing board and modify the
requirements to proceed further--typically this happens if the
PoC/PoBV requires significant changes to the requirements due to
technical or system implementation difficulties or an inadequate
vendor. [0129] Terminate the project (based on a faulty business
case, negative Voice of the Customers, implausibility of user
experience et cetera). [0130] Move forward with pilot or
production--package all information pertinent to the initiative and
package it together in preparation for hand off to the execution
team(s).
[0131] Upon successful PoBV transition, the execution teams are
defined as the production level managing owners of the approved
product, the project managers for development and other relevant
stakeholders. Some planning for the transition should have taken
place with the designated teams prior. At this time, the role of
the emerging trends team most often shifts to a consulting
capacity.
[0132] Other activities that can be employed for transition
include, but are not limited to: [0133] Formal handoff meeting to
discuss: [0134] The result of the PoC/Pilot [0135] Transistionary
activities for the product and business owners [0136] Compile PoBV
documents including: [0137] The initiative details and business
case [0138] The summary of the above mentioned meeting proceeding
[0139] Agreed next steps [0140] If the decision is made to end the
project of interest, the emerging trends team is responsible for a
final evaluation statement of project termination [0141] Report out
to senior leaders tracking the initiative
[0142] The handoff process can ensure that all parties are notified
formally on the outcome of the prototyping phase (208) and the
expectations for immediate next steps. In most cases, the next
steps are in the hands of the product or business owners. Handoff
is primarily related to the ownership, support, operations and
future development/enhancements of the service/product.
Conventionally, much of the transition takes place informally. The
innovation discloses definitions of a template for handoff and a
set the guidelines for the transition meeting.
[0143] Turning now to a discussion of performance and metrics, in
order to empirically measure the effectiveness of the process
details outlined in this specification, a set of performance
metrics have been developed. Under the model, in the example
aspect, performance is measured in terms of at least the three
perspectives currently used by e-commerce to measure performance,
namely: Financial Perspective, Customer Perspective and Operational
Perspective. Each of these perspectives is described in greater
detail infra.
[0144] From a financial perspective, e-commerce measures the
success of its emerging trends portfolio management efforts in
terms of Return on Innovation (ROI), which can be calculated by
dividing total investment plus a 12% Hurdle Rate (Denominator) into
the Revenues and/or Savings Generated within 3 years of introducing
the service to market (Numerator). It is to be understood that
financial perspective can be calculated in alternative
calculations, which are to be included within the scope of the
innovation.
[0145] The total investment, in turn, is the proportional
allocation of the team's time/salaries+the total project cost
(including vendor fees and internal enterprise/organizational
costs). To calculate the first variable, the team takes the total
time that the project was in emerging trends (e.g., 3 months)
before it is handed off and the team's allocation to the project
and factor it against compensation. The portfolio's ROI is the sum
of all the initiatives' individual ROI's. In order to illustrate
overall performance during a measurement period, the example
indicators of FIG. 10A are used.
[0146] As shown in FIG. 10A, if the ROI Index is equal to or less
than 0.88, then the color red can be assigned to performance.
Similarly, if the ROI index is between 0.89-1.00 or equal to or
greater than 1.01, then the colors of yellow and green respectively
can be assigned to the performance. Because there are certain new
services for which it is difficult to calculate a 3 year revenue
stream or savings, there may be some inherent limitations with this
measurement model. In addition, the model can be refined to
intangibles associated with introduction of new services, such as,
but not limited to branding, positioning, etc.
[0147] From a customer perspective, one prevailing measure is
stated in terms of a Completion Index which fundamentally measures
the number of new services that are introduced to customers during
a given fiscal year. For example, during the 2007 fiscal year, the
emerging trends and analysis team was charged with introducing at
least two new e-commerce/mobile services. Because ultimately, the
customer may only benefit from innovation efforts to the extent
that they become products for them, the number of these services
(as stated in a completion index) becomes a natural metric.
[0148] For this metric, the indicators illustrated in FIG. 10B can
be used. As illustrated, a red light can be used to indicate that
no new services were launched during the measurement period. Yellow
and green can indicate 1 and `2 or more` services respectively were
launched during the measurement period. It is to be understood that
the indicators illustrated in FIG. 10B (and FIG. 10 generally) are
examples and that other types of indicators and criteria for
indicators exist which are to be included within the scope of this
disclosure and claims appended hereto.
[0149] From an operational perspective, because time to market is
fundamentally important in the introduction of new services,
Proof-of-Business Value Velocity can be selected as an important
operational metric in the ETLM process. This index can be measured
by calculating the average number of calendar days that a
particular initiative stays in the ETLM process. This can be
tracked using the example portfolio tracking matrix as illustrated
in FIG. 11.
[0150] In an example, using the average number of days in the
process, the ET&A Director manages to a target of an average of
a maximum 100 calendar days in the process. This metric can employ
the indicators illustrated in FIG. 10C.
[0151] As shown in FIG. 10C, a red indicator can be employed if the
variance is greater than 20% of 100 calendar days. Similarly, a
yellow indicator can be used if there is a negative variance which
is less than 20% of 100 calendar days. Still further, a green
indicator can be used if the variance is 100 calendar days or less.
As described above, these criteria are user defined (or inferred on
behalf of an entity) based upon most any factor, including, but not
limited to, LOB, project type, urgency, importance, budget,
etc.
[0152] Although the ending event that determines exit from the ETLM
process may seem disparate, the rule used to make this
determination can be simply the hand-off point as determined by the
engagement type. Successfully managing to the target number (e.g.,
100) calendar day average allows the team to incubate more
initiatives over a time period, thus improving the enterprise's
ability to innovate faster.
[0153] Referring now to FIG. 12, there is illustrated a block
diagram of a computer operable to execute the disclosed
architecture. In order to provide additional context for various
aspects of the subject innovation, FIG. 12 and the following
discussion are intended to provide a brief, general description of
a suitable computing environment 1200 in which the various aspects
of the innovation can be implemented. While the innovation has been
described above in the general context of computer-executable
instructions that may run on one or more computers, those skilled
in the art will recognize that the innovation also can be
implemented in combination with other program modules and/or as a
combination of hardware and software.
[0154] Generally, program modules include routines, programs,
components, data structures, etc., that perform particular tasks or
implement particular abstract data types. Moreover, those skilled
in the art will appreciate that the inventive methods can be
practiced with other computer system configurations, including
single-processor or multiprocessor computer systems, minicomputers,
mainframe computers, as well as personal computers, hand-held
computing devices, microprocessor-based or programmable consumer
electronics, and the like, each of which can be operatively coupled
to one or more associated devices.
[0155] The illustrated aspects of the innovation may also be
practiced in distributed computing environments where certain tasks
are performed by remote processing devices that are linked through
a communications network. In a distributed computing environment,
program modules can be located in both local and remote memory
storage devices.
[0156] A computer typically includes a variety of computer-readable
media. Computer-readable media can be any available media that can
be accessed by the computer and includes both volatile and
nonvolatile media, removable and non-removable media. By way of
example, and not limitation, computer-readable media can comprise
computer storage media and communication media. Computer storage
media includes both volatile and nonvolatile, removable and
non-removable media implemented in any method or technology for
storage of information such as computer-readable instructions, data
structures, program modules or other data. Computer storage media
includes, but is not limited to, RAM, ROM, EEPROM, flash memory or
other memory technology, CD-ROM, digital versatile disk (DVD) or
other optical disk storage, magnetic cassettes, magnetic tape,
magnetic disk storage or other magnetic storage devices, or any
other medium which can be used to store the desired information and
which can be accessed by the computer.
[0157] Communication media typically embodies computer-readable
instructions, data structures, program modules or other data in a
modulated data signal such as a carrier wave or other transport
mechanism, and includes any information delivery media. The term
"modulated data signal" means a signal that has one or more of its
characteristics set or changed in such a manner as to encode
information in the signal. By way of example, and not limitation,
communication media includes wired media such as a wired network or
direct-wired connection, and wireless media such as acoustic, RF,
infrared and other wireless media. Combinations of the any of the
above should also be included within the scope of computer-readable
media.
[0158] With reference again to FIG. 12, the exemplary environment
1200 for implementing various aspects of the innovation includes a
computer 1202, the computer 1202 including a processing unit 1204,
a system memory 1206 and a system bus 1208. The system bus 1208
couples system components including, but not limited to, the system
memory 1206 to the processing unit 1204. The processing unit 1204
can be any of various commercially available processors. Dual
microprocessors and other multi-processor architectures may also be
employed as the processing unit 1204.
[0159] The system bus 1208 can be any of several types of bus
structure that may further interconnect to a memory bus (with or
without a memory controller), a peripheral bus, and a local bus
using any of a variety of commercially available bus architectures.
The system memory 1206 includes read-only memory (ROM) 1210 and
random access memory (RAM) 1212. A basic input/output system (BIOS)
is stored in a non-volatile memory 1210 such as ROM, EPROM, EEPROM,
which BIOS contains the basic routines that help to transfer
information between elements within the computer 1202, such as
during start-up. The RAM 1212 can also include a high-speed RAM
such as static RAM for caching data.
[0160] The computer 1202 further includes an internal hard disk
drive (HDD) 1214 (e.g., EIDE, SATA), which internal hard disk drive
1214 may also be configured for external use in a suitable chassis
(not shown), a magnetic floppy disk drive (FDD) 1216, (e.g., to
read from or write to a removable diskette 1218) and an optical
disk drive 1220, (e.g., reading a CD-ROM disk 1222 or, to read from
or write to other high capacity optical media such as the DVD). The
hard disk drive 1214, magnetic disk drive 1216 and optical disk
drive 1220 can be connected to the system bus 1208 by a hard disk
drive interface 1224, a magnetic disk drive interface 1226 and an
optical drive interface 1228, respectively. The interface 1224 for
external drive implementations includes at least one or both of
Universal Serial Bus (USB) and IEEE 1394 interface technologies.
Other external drive connection technologies are within
contemplation of the subject innovation.
[0161] The drives and their associated computer-readable media
provide nonvolatile storage of data, data structures,
computer-executable instructions, and so forth. For the computer
1202, the drives and media accommodate the storage of any data in a
suitable digital format. Although the description of
computer-readable media above refers to a HDD, a removable magnetic
diskette, and a removable optical media such as a CD or DVD, it
should be appreciated by those skilled in the art that other types
of media which are readable by a computer, such as zip drives,
magnetic cassettes, flash memory cards, cartridges, and the like,
may also be used in the exemplary operating environment, and
further, that any such media may contain computer-executable
instructions for performing the methods of the innovation.
[0162] A number of program modules can be stored in the drives and
RAM 1212, including an operating system 1230, one or more
application programs 1232, other program modules 1234 and program
data 1236. All or portions of the operating system, applications,
modules, and/or data can also be cached in the RAM 1212. It is
appreciated that the innovation can be implemented with various
commercially available operating systems or combinations of
operating systems.
[0163] A user can enter commands and information into the computer
1202 through one or more wired/wireless input devices, e.g., a
keyboard 1238 and a pointing device, such as a mouse 1240. Other
input devices (not shown) may include a microphone, an IR remote
control, a joystick, a game pad, a stylus pen, touch screen, or the
like. These and other input devices are often connected to the
processing unit 1204 through an input device interface 1242 that is
coupled to the system bus 1208, but can be connected by other
interfaces, such as a parallel port, an IEEE 1394 serial port, a
game port, a USB port, an IR interface, etc.
[0164] A monitor 1244 or other type of display device is also
connected to the system bus 1208 via an interface, such as a video
adapter 1246. In addition to the monitor 1244, a computer typically
includes other peripheral output devices (not shown), such as
speakers, printers, etc.
[0165] The computer 1202 may operate in a networked environment
using logical connections via wired and/or wireless communications
to one or more remote computers, such as a remote computer(s) 1248.
The remote computer(s) 1248 can be a workstation, a server
computer, a router, a personal computer, portable computer,
microprocessor-based entertainment appliance, a peer device or
other common network node, and typically includes many or all of
the elements described relative to the computer 1202, although, for
purposes of brevity, only a memory/storage device 1250 is
illustrated. The logical connections depicted include
wired/wireless connectivity to a local area network (LAN) 1252
and/or larger networks, e.g., a wide area network (WAN) 1254. Such
LAN and WAN networking environments are commonplace in offices and
companies, and facilitate enterprise-wide computer networks, such
as intranets, all of which may connect to a global communications
network, e.g., the Internet.
[0166] When used in a LAN networking environment, the computer 1202
is connected to the local network 1252 through a wired and/or
wireless communication network interface or adapter 1256. The
adapter 1256 may facilitate wired or wireless communication to the
LAN 1252, which may also include a wireless access point disposed
thereon for communicating with the wireless adapter 1256.
[0167] When used in a WAN networking environment, the computer 1202
can include a modem 1258, or is connected to a communications
server on the WAN 1254, or has other means for establishing
communications over the WAN 1254, such as by way of the Internet.
The modem 1258, which can be internal or external and a wired or
wireless device, is connected to the system bus 1208 via the serial
port interface 1242. In a networked environment, program modules
depicted relative to the computer 1202, or portions thereof, can be
stored in the remote memory/storage device 1250. It will be
appreciated that the network connections shown are exemplary and
other means of establishing a communications link between the
computers can be used.
[0168] The computer 1202 is operable to communicate with any
wireless devices or entities operatively disposed in wireless
communication, e.g., a printer, scanner, desktop and/or portable
computer, portable data assistant, communications satellite, any
piece of equipment or location associated with a wirelessly
detectable tag (e.g., a kiosk, news stand, restroom), and
telephone. This includes at least Wi-Fi and Bluetooth.TM. wireless
technologies. Thus, the communication can be a predefined structure
as with a conventional network or simply an ad hoc communication
between at least two devices.
[0169] Wi-Fi, or Wireless Fidelity, allows connection to the
Internet from a couch at home, a bed in a hotel room, or a
conference room at work, without wires. Wi-Fi is a wireless
technology similar to that used in a cell phone that enables such
devices, e.g., computers, to send and receive data indoors and out;
anywhere within the range of a base station. Wi-Fi networks use
radio technologies called IEEE 802.11 (a, b, g, etc.) to provide
secure, reliable, fast wireless connectivity. A Wi-Fi network can
be used to connect computers to each other, to the Internet, and to
wired networks (which use IEEE 802.3 or Ethernet). Wi-Fi networks
operate in the unlicensed 2.4 and 5 GHz radio bands, at an 11 Mbps
(802.11a) or 54 Mbps (802.11b) data rate, for example, or with
products that contain both bands (dual band), so the networks can
provide real-world performance similar to the basic 10BaseT wired
Ethernet networks used in many offices.
[0170] Referring now to FIG. 13, there is illustrated a schematic
block diagram of an exemplary computing environment 1300 in
accordance with the subject innovation. The system 1300 includes
one or more client(s) 1302. The client(s) 1302 can be hardware
and/or software (e.g., threads, processes, computing devices). The
client(s) 1302 can house cookie(s) and/or associated contextual
information by employing the innovation, for example.
[0171] The system 1300 also includes one or more server(s) 1304.
The server(s) 1304 can also be hardware and/or software (e.g.,
threads, processes, computing devices). The servers 1304 can house
threads to perform transformations by employing the innovation, for
example. One possible communication between a client 1302 and a
server 1304 can be in the form of a data packet adapted to be
transmitted between two or more computer processes. The data packet
may include a cookie and/or associated contextual information, for
example. The system 1300 includes a communication framework 1306
(e.g., a global communication network such as the Internet) that
can be employed to facilitate communications between the client(s)
1302 and the server(s) 1304.
[0172] Communications can be facilitated via a wired (including
optical fiber) and/or wireless technology. The client(s) 1302 are
operatively connected to one or more client data store(s) 1308 that
can be employed to store information local to the client(s) 1302
(e.g., cookie(s) and/or associated contextual information).
Similarly, the server(s) 1304 are operatively connected to one or
more server data store(s) 1310 that can be employed to store
information local to the servers 1304.
[0173] What has been described above includes examples of the
innovation. It is, of course, not possible to describe every
conceivable combination of components or methodologies for purposes
of describing the subject innovation, but one of ordinary skill in
the art may recognize that many further combinations and
permutations of the innovation are possible. Accordingly, the
innovation is intended to embrace all such alterations,
modifications and variations that fall within the spirit and scope
of the appended claims. Furthermore, to the extent that the term
"includes" is used in either the detailed description or the
claims, such term is intended to be inclusive in a manner similar
to the term "comprising" as "comprising" is interpreted when
employed as a transitional word in a claim.
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